Benchmarking has been a trendy expression for four to five decades now. It made its mark in the years when TQM (Total Quality Management) was the main gospel truth on the best way to turn into the best. The Japanese had assumed control over the world and for America and Western Europe to make up for lost time; they expected to benchmark the best of what the Japanese were doing. What’s more, who propounded and keep on propounding these thoughts? You surmise right, the large young men: BCG, Bain, Accenture, PWC, McKinsey, KPMG, Deloitte, Gemini and the remainder of them reset surfboard sbg6580
Benchmarking 101 basically says get every one of the measurements how your best rival is getting along and contrast with your presentation. Any place you perform more terrible, that is the hole. Right now you’ve figured out the code. Make prompt move to close the hole and you can be in the same class as them (your rival) or even jump frog them. They sponsored up their introductions with rich in pairs diagrams (process visuals as Alan Weiss calls them) and CEOs searching forever costly convenient solutions would seize the proposals and their treasuries would be the more unfortunate for it.
Let me know, if benchmarking is actually this fix everything counteractant to dull execution (the enormous young men would deny they said it was a fix everything), why Kodak didn’t benchmark its approach to endurance? Why Nokia couldn’t benchmark its approach to progress and beat back Apple and Samsung? What of Motorola that created the PDA innovation and Xerox that showed the world how to duplicate? For what reason couldn’t the bluest of the blue, with all its mechanical wizardry do it, and needed to send John Akers to the work showcase? Be careful, the elephant can’t move except if and until it chooses to move by changing its hereditary code.
So here are the best three reasons why you ought to never have anything to do with benchmarking in the event that you truly need to be incredible, break new shape and render the challenge superfluous.
1. Benchmarking overlooks the way of life of the better performing association
This is the mother of all reasons why benchmarking is a lethal blemish. Accepting that you’re Intel and the Japanese are having your lunch, what do you do? Do you go on a retreat and benchmark the Japanese to destroy them? Do you assemble a town-lobby conference to sharpen everybody about the Japanese’s risk and rapidly structure speedy activity groups (QATs) to benchmark the Japanese to set up the path for your superb rebound? Do you send your top officials to Harvard to get the hang of benchmarking at its best so as to frame a groundswell development that would make you strong medium-term? No! No!! No!!! You do what Andy Grove, Robert Noyce (and Gordon Moore) did. You fire yourselves and start from the very beginning once more. Keep in mind, just the suspicious endure. You can’t beat the Japanese in no holds barred battle on the grounds that the way of life are unique. Enough said! Have you not heard that culture will have procedure for breakfast?
2. Benchmarking takes a gander at the future with the back view reflect
Accepting that you’re IBM and you’re the world’s most respected organization and prodded as the Big Blue, and you hear two little young men are fiddling in their mom’s carport and they state they need to topple IBM. Do you defer your executive gathering and send spies to perceive what the young men are up to or do you benchmark? Benchmark what? Benchmark Apple I or Apple II or iMac that don’t yet exist? The Big Boys would deny they at any point said that you should benchmark under such conditions. However, didn’t they say benchmarking was the alpha and omega of the aggressive instruments? You will never observe the future with your back view reflect regardless of whether you’re an entertainer. Truly, when there is disturbance (air travel upset ocean travel, PC disturbed typewriter, firearm disturbed bow and bolt, and so on.), everything is reset to zero so no measure of benchmarking can spare you. We live during a time of intermittence, on account of Peter Drucker, and when brokenness makes up for lost time with you and your industry, benchmarking is imprudence of the most elevated request.
3. Benchmarking disregards basic reasoning and can’t assist you with imagining what’s to come
The most ideal path to claim tomorrow is to develop it. Benchmarking can’t assist you with doing that. Benchmarking is really contradictory to rehash. The most progressive innovations within recent memory were or are never the results of benchmarking yet basic reasoning. Consider items commonplace (presently) as paper, post-it-note and light, to make reference to three. These things never existed until individuals’ creative mind carried them to be. To imagine the future, you start with a fresh start. You pose basic inquiries like, “for what reason does this work make a difference?”, “what reason does it serve?”, “why this (and not that?” These kind of inquiries empower you think basically, dive deep and concoct tomorrow while others are occupied with benchmarking and playing make up for lost time with the evidently best organizations.
There you have them, the three reasons why benchmarking ought to be kept away from as the plaque: benchmarking disregards the way of life of the better performing association, benchmarking takes a gander at the future with the back view reflect, and benchmarking overlooks basic reasoning and can’t assist you with designing and rehash what’s to come.
On the off chance that you look carefully, benchmarking is at the core of the supposed, worldwide best practice(s) in enterprises over the globe and who are the advocates of these “best-of-class” idea? The huge counseling powerhouses! Best case scenario, let me yield, benchmarking can assist you with making little steady (added substance) progress, however that isn’t what you need. What you need is exponential (geometric) progress. Since you have perused the main three reasons why you ought to never do benchmarking, don’t sit around idly with benchmarking. For any new undertaking you need to start, start with a fresh start. Truly, rehash an already solved problem. Keep in mind, Apple reevaluated the telephone with the iPhone, Starbucks rehashed cafés, and you can rethink yours. Proceed to do it.